Raj Neelakantan

2017

Re-located and re-built a new team of Category Managers to leverage spend across all 3 Divisions of Colas Rail Ltd. Rail Services - Rail Systems - Track Renewals

Head of Procurement – Colas Rail Ltd (Permanent)Group Procurement Leader across 3 Divisions

Co-ordinated Framework Agreements covering a spend of £61M on Contingent Blue Collar Labour, Road Rail Vehicles, DECT Communications, Track Welding, Signalling & Telecoms, Points Heating. Electrification, Civils and M&E work

Engineered a robust Supply Chain to deliver contracts such as Mobile Maintenance Trains, Infrastructure Monitoring, Rail Grinding, Freight operations, the Wessex Capacity Alliance program and the Midlands Metro Alliance (Birmingham Centro)

Total Spend - £175M, Reporting to Dep. CEO Reports – 11 Direct, 6 Indirect

Jan 15 – Present

2

Designed and built bespoke Indirect Procurement teams to address the key Spend Areas of Travel and Accommodation (£6.5M) and Fleet Management including Automotive Fuel (£6M), Copiers & Printers, Mobile Phone - Voice & Data

Introduced a number of innovative solutions designed to improve efficiency, reduce costs and deliver accountability such as Telematics, ‘Follow me Print’, Mass SMS and MS Sharepoint based T&A Approvals

Provided traction on spend analysis, identification of quick wins, internal stake-holder engagement and savings delivery in all the top 5 key areas of spend. Managed a positive turnaround on the perception of Procurement in the field

Purchasing Manager (Interim) – MS Property ServicesGroup Procurement Liaison

Carried out a hands-on benchmarking and price-list compliance exercise in the areas of Builders & Plumber’s merchants, Electrical wholesalers, Agency Labour, Fleet and Waste management delivering savings to the tune of £400K

Drove a cross functional team capturing the true requirements of the Operational and Commercial teams and built this into a deliverable and effective Procurement process

Contributed towards the design of a £2M electronic smart solution for job scheduling, Van Stock management, buying and job costing

Total Spend - £25M, Reporting to Board Reports - - - 3

Jun 14 – Dec 14

3

Consolidated the previously un-managed M&E Category for Kier Group Central Procurement team. Developed a Category Management Plan and generated strategy support through internal stakeholder engagement.

Group Category Manager (Interim) – M&E, KierCategory Manager – Plant

Canvassed all divisions with an M&E interest – Kier Construction, Kier Infrastructure, KME and Kier Major Projects to draw out spend profiles and supplier base specifications.

Worked with all of the above divisions and 4 key players in the UK Plant Hire business to aid the creation of a ‘Plant Desk’ supported by implants from the supplier base.

Total Spend on M&E - £400M, Reporting to CPO Plant Spend - £30M

Jan – June 2014

4

Global Commodity Manager & PMO (Interim) - BDR Group Procurement Lead – ECO Project – Baxi UK

Managed the commodities of Brass Components (€23M), Injection Mouldings (€19.5M) and Wiring Harnesses (€12M) and delivered a global preferred supplier strategy

Provided procurement lead for the ECO Project by closing contracts with suppliers for lead generation, software, call centre services, compliance, EPC checking and boiler installation

Total Spend - €89M Reporting to the CPO

Jan 2012 – Oct 2013

Consolidated a spend of €34M on the Renewable Energy sector by appointing group suppliers for flat plate collectors, solar thermal tubes, pump stations and mounting systems

Developed a PMO role bridging the executive board, local procurement, commodity management teams and external consultancies delivering unity across sites based in UK, France, Germany, Italy, Spain, Turkey, China and Benelux

Set the standard for an effective RFQ process while selecting a partner supplier for MVHR Drafted purchasing deliverables and ran workshops for the New Product Creation Process

5

Lead Category Manager (Interim) - Building Fabric & FinishesCarillionManaged the high profile categories of Architectural Metalwork (£12M), Joinery and Carpentry (£14M), Flooring & Tiling (£13M) and Industrial Equipment (£5M) for one of UK’s largest construction companies delivering savings of £300K

Developed and promoted Category Management strategy and Supplier rationalisation through highly independent regional operational cell teams by extensive and high level stakeholder engagement and RACI matrix deployment

Aided the integration of EAGA Renewable Energy with Carillion Energy Services

Spend £44M Part of a 5 man Team managing a £280M Spend Reported to Global Head of Category, COO

Apr – Dec 2011

6

Procurement & Supply Chain Manager (Interim)Thames Water (TWUL)

Enabled TWUL to outsource the management of ‘The Adoption of Private Sewers and Lateral Drains’ following legislation which came into force on the 1st of Oct 2011

Key actions –

• Communications to internal and external stake holders

• Preparation of the procurement process to OJEU regulations

• Launch of PQQ, RFQ, collection of responses and preparation of long / short lists

• Preparation, anonymising and communication of responses to Bidders Questions

• Organising and conducting a Bidder’s Day to provide a fair and open dialogue• Setting up of cross-functional teams to asses and mark bids to arrive at supplier selection

Spend £500M Part of a 5-man team reporting to the Board

Dec 2010 – Apr 2011

7

Purchasing Manager (Interim)British Gas (Centrica)

Fulfilled role of cover for absent Category Manager for Gas and Electrical spares bought by British Gas to service 12M UK customers

Managed CHI (Central Heating) suppliers like Grundfos, Kingspan, Interpart and Stelrad

ESD (Electrical Services) suppliers like Whirlpool, Hoover, Indesit, Bosch and Miele

Controlled a volatile internal stakeholder situation through effective management of a £2.2M spend on Workwear

Spend £120M and Board Level reporting Part of a strategic 12 man team

Aug – Dec 2010

Contributed to the harmonisation of the new Smart Metering business into the Supply Chain

8

Purchasing Manager (Interim)Heatrae Sadia (Baxi UK)

Managed the Procurement Dept. in the absence of the Purchasing Manager and key staff procuring prime raw materials such as Steel, PU Foam, Copper sheet & Pipe and Fittings

Conducted VA / VE exercises using cross-functional teams to deliver £200K savings though size, weight, power and materials reviews

Provided Procurement input for NPD projects through sourcing, prototyping and design

Jan – Aug 2010

Reported to MD, Purchasing Manager Spend £25M Savings £200K Team of 4 Buyers

Handled key supplier transition programs in the areas of pressed, turned, injection moulding and factored assembly components while keeping productions lines rolling. Promoted the LCC sourcing strategy through imports from Malaysia and Poland

9

Strategic Procurement Lead (Interim)Rockwell Automation Europe

Managed a Cost Reduction and Supplier rationalisation drive to deliver an Integrated Supply Model based at client sites – Perkins Caterpillar, Coca Cola, Royal Mint, J & J, SCA Packaging in the MRO area identifying a £300K Saving

Jan – Dec 2009

Introduced and developed Category Management, product taxonomy and helped implement a Procurement & Stock Control system

Worked with the Business Development team to visit and canvas prospective clients

Provided professional input and worked with legal and finance teams to create a fresh set of Purchasing Ts & Cs to meet the requirements of governance in an emerging business model

Spend £12M with 250 suppliers Reported to Head of Purchasing, EMEA Team of 7 buyers and specialists

10

Purchasing Manager (Interim)Monteray - BT Facilites Management

Mobilised Monteray’s procurement transition from JV to EO

Spend £31M Delivered a Savings of £250K Transformation Team reporting to CEO

Jul – Dec 2008

Monteray – An Enabling Org. born out of JV between Balfour Beatty, Carillion, Reliance IS and MITIE

Enhanced risk management via a robust Supplier Vetting & Control Procedure and delivered improvements to Working Capital through better Payment Terms

Managed agreement novation for Waste management, PAT Testing, Pest Control, Mobile Phones, Fleet Management & Fuel Cards

Sourced partners for the supply of Building Management Systems, Lifts, Asbestos Removal, Plant & Tool Hire, E&M , PPE & Janitorial, Occupational Health

11

Head of Procurement (Permanent)ERIKS Integrated SolutionsProvided strategic sourcing solutions to leading Blue Chip clients in the Food & Beverage, Aerospace, Pharmaceutical and Building Materials industries through an Integrated Procurement and Engineering Stores management offering

• Generated £1.6M savings in Supplier rebates

• Mobilised the ERIKS Electrical Service Centre with 10K SKUs

• Launched a 25K SKU Tools Catalogue to drive Private Label sales

11 direct reports including 5 Category Managers, 240 indirect buyers Reported to ERIKS UK Board (formerly WYKO) Spend on Goods for Resale - £61M

2006 - 2008

• Created the £1.1M Industrial Hoses Service through Category Management

• Consolidated the Fasteners & Fixings Category

• Delivered a £1M re-branding exercise through partner suppliers

12

European MRO Lead (Permanent)Groupe Saint-Gobain

Responsibility for the MRO Category across multiple manufacturing verticals – Glass, Ceramics, Plastics, Quartz, Pipelines, Building Materials

Spend £250M Advisory role 1,500 European Sites Reported to CPO at Group Level

2001 - 2006

Drove innovative relationships with global air compressor manufacturers resulting in Air-over-Fence becoming a utility

Managed MRO for UK sites via 5 key 1st tier Suppliers and facilitated their presence in new European markets through Group agreements and stake holder management

13

UK Head of Purchasing (Permanent)Saint-Gobain Abrasives LtdManaged Directs and Indirect spend across 11 UK sites

Held responsibility for Group Procurement Strategy, Outsourcing, Facilities Management

Efficiently procured Raw materials – Aluminium Oxide, Silicon Carbide, Polymer resin, Organic and Synthetic rubber, Naphthalene and Alloy powders from world markets

Introduced and encouraged SRM, CSR, Risk management, Sarbanes Oxley compliance, Waste reduction, 5S, KanBan

Key Super User for RTC / P2P process during SAP implementation

Spend £45M Managed 13 Site level Buyers, 3 Material Controllers Reported to Board

2001 - 2006

14

Chief Buyer, PMO (Permanent)Tuberex Ltd (FINELIST Group)

Responsibility for Quality Assurance, Statistical Process Control, Kaizen activity

Set up Catalytic Converter assembly line in response to emerging market

Controlled supply chain for raw materials and sub assemblies in Aluminised , Mild and Stainless steels, Castings and Forgings from UK, Italy, Canada and India

Managed capital re-investment projects creating machinery, new assembly lines and automated warehouse

Handled 1st Tier OEM customers – JCB, AGCO, Metrocab and

UK Aftermarket and 2nd Tier Automotive – Kwikfit, ATS, Federal Moghul, Unipart, Arvin Spend £3M Managed a team of 3 Reported to Board

1992 - 2001

15

Foundation

Born, educated and lived in Mumbai for 25 yearsNaturalised UK Citizen since 1993

Apprentice Machinist and Fitter in Chennai (1985-86)

Mechanical Engineering Draughtsman (1986 – 1991)Automotive Product & Tool Design, TroubleshootingNew Product Introduction

1986 - 1991

16

Thanks

For more detail, please refer to standard Word document CV

Raj_Purchasing@Yahoo.com

+44(0)7923 519046